Handling Conflict With Subordinates (Overall) Cronbach’s Alpha: 0.893 | Factor Loading |
---|---|
Usually proposes a middle ground for breaking deadlocks. | 0.858 |
Collaborates with us to come up with decisions acceptable to us. | 0.856 |
Negotiates with us so that a compromise can be reached. | 0.852 |
Tries to work with us to find solutions to a problem that satisfies our expectations. | 0.845 |
Generally tries to satisfy our needs. | 0.828 |
Tries to integrate his/her ideas with our ideas to come up with a decision jointly. | 0.827 |
Tries to investigate an issue with us to find a solution acceptable to us. | 0.826 |
Tries to work with us for a proper understanding of a problem. | 0.825 |
Tries to bring all our concerns out in the open so that the issues can be resolved in the best possible way. | 0.822 |
Exchanges accurate information with us to solve a problem together. | 0.818 |
Tries to satisfy our expectations. | 0.795 |
Tries to find a middle course to resolve an impasse. | 0.788 |
Accommodates our wishes. | 0.761 |
Uses a “give-and-take” approach so that a compromise can be made. | 0.682 |
Often goes along with our suggestions. | 0.631 |
Gives in to our wishes. | 0.553 |
Tries to stay away from disagreement with us. | 0.835 |
Avoids an encounter with us. | 0.790 |
Tries to keep his/her disagreement with us to himself/herself in order to avoid hard feelings. | 0.648 |
Tries to avoid unpleasant exchanges with us. | 0.567 |
Attempts to avoid being “put on the spot” and tries to keep his/her conflict with us to himself/herself. | 0.529 |
Usually allows concessions to us. | 0.526 |
Sometimes uses his/her power to win a competitive situation. | 0.769 |
Uses his/her authority to make a decision in his/her favor. | 0.726 |
Uses his/her expertise to make a decision in his/her favor. | 0.706 |
Uses his/her influence to get his/her ideas accepted. | 0.701 |
Is generally firm in pursuing his/her side of the issue. | 0.699 |
Variables | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 |
---|---|---|---|---|---|---|---|---|---|
– | 0.662 Correlation is significant at the 0.01 level (two-tailed) | –0.062 | 0.375 Correlation is significant at the 0.01 level (two-tailed) | 0.767 Correlation is significant at the 0.01 level (two-tailed) | 0.401 Correlation is significant at the 0.01 level (two-tailed) | –0.512 Correlation is significant at the 0.01 level (two-tailed) Correlation is significant at the 0.01 level (two-tailed) | 0.425 Correlation is significant at the 0.01 level (two-tailed) | ||
– | –0.013 | 0.255 Correlation is significant at the 0.01 level (two-tailed) | 0.668 Correlation is significant at the 0.01 level (two-tailed) | 0.315 Correlation is significant at the 0.01 level (two-tailed) | –0.435 Correlation is significant at the 0.01 level (two-tailed) Correlation is significant at the 0.01 level (two-tailed) | 0.275 Correlation is significant at the 0.01 level (two-tailed) | |||
– | 0.322 Correlation is significant at the 0.01 level (two-tailed) | –0.104 | –0.144 Correlation is significant at the 0.01 level (two-tailed) | 0.279 Correlation is significant at the 0.01 level (two-tailed) Correlation is significant at the 0.01 level (two-tailed) | 0.069 | ||||
– | 0.294 Correlation is significant at the 0.01 level (two-tailed) | 0.248 Correlation is significant at the 0.01 level (two-tailed) | –0.018 0.668 Correlation is significant at the 0.01 level (two-tailed) | 0.273 Correlation is significant at the 0.01 level (two-tailed) | |||||
– | 0.576 Correlation is significant at the 0.01 level (two-tailed) | –0.615 Correlation is significant at the 0.01 level (two-tailed) Correlation is significant at the 0.01 level (two-tailed) | 0.304 Correlation is significant at the 0.01 level (two-tailed) | ||||||
– | –0.292 Correlation is significant at the 0.01 level (two-tailed) Correlation is significant at the 0.01 level (two-tailed) | 0.033 | |||||||
– –0.127 correlation is significant at the 0.05 level (two-tailed). | –0.340 Correlation is significant at the 0.01 level (two-tailed) | ||||||||
- | 0.384 Correlation is significant at the 0.01 level (two-tailed) | ||||||||
- |
Compliance with Supervisor’s Wishes (Overall) Cronbach’s Alpha: 0.870 | Factor Loading |
---|---|
I comply with the instructions of my superior. | 0.882 |
I do what my superior suggests. | 0.859 |
I follow the work procedures set up by my superior. | 0.850 |
I like to do what my superior suggests. | 0.836 |
I comply with the directives of my superior. | 0.814 |
I prefer to follow the work procedures set up by my superior. | 0.812 |
I prefer not to comply with the directives of my superior. Reverse-scored items. Kaiser–Meyer–Olkin value: 0.880; Bartlett significance value: 0.000; | 0.915 |
I don’t like to follow my superior’s orders. Reverse-scored items. Kaiser–Meyer–Olkin value: 0.880; Bartlett significance value: 0.000; | 0.649 |
Variable | N | Percentage | Mean | Standard Deviation | Range |
---|---|---|---|---|---|
Gender | |||||
Male | 230 | 65.2 | – | – | – |
Female | 123 | 34.8 | – | – | – |
Age | – | – | 32.1 | 7.3 | 21–61 years |
Marital Status | |||||
Married | 177 | 50.1 | – | – | – |
Single | 176 | 49.9 | – | – | – |
Education Level | |||||
High School | 17 | 4.8 | – | – | – |
University | 234 | 66.3 | – | – | – |
Masters’ Degree | 99 | 28.0 | – | – | – |
PhD | 3 | 0.8 | – | – | – |
Tenure | – | – | 4.6 | 5.5 | 1–35 years |
Total Experience | – | – | 9.9 | 7.7 | 1–40 years |
Position | |||||
Top Management | 40 | 11.3 | – | – | – |
Middle Management | 113 | 32.0 | – | – | – |
Nonsupervisory Employee | 200 | 56.7 | – | – | – |
Bases of Leader Power (Overall) Cronbach’s Alpha: 0.891 | Factor Loading |
---|---|
When a tough job comes up, my superior has the technical “know-how” to get it done. | 0.815 |
My superior has considerable professional experience to draw from in helping me to do my work. | 0.795 |
My superior does | 0.790 |
I prefer to do what my superior suggests because he (she) has high professional expertise. | 0.752 |
I approach my superior for advice on work-related problems because she (he) is usually right. | 0.733 |
My superior has specialized training in his (her) field. | 0.713 |
My superior has a pleasing personality. | 0.682 |
My superior is | 0.679 |
I like the personal qualities of my superior. | 0.677 |
My superior can recommend a promotion for me if my performance is consistently above average. | 0.827 |
My superior can get me a bonus for earning a good performance rating. | 0.801 |
My superior can recommend me for merit recognition if my performance is especially good. | 0.757 |
If I put forth extra effort, my superior can take it into consideration to determine my pay raise. | 0.721 |
My superior can provide opportunities for my advancement if my work is outstanding. | 0.694 |
My superior | 0.620 |
My superior can fire me if I neglect my duties. | 0.842 |
My superior can fire me if my performance is consistently below standards. | 0.781 |
My superior can see to it that I get no pay raise if my work is unsatisfactory. | 0.694 |
My superior can suspend me if I am habitually late in coming to work. | 0.632 |
My superior can take disciplinary action against me for insubordination. | 0.569 |
I should do what my superior wants because she (he) is my superior. | 0.804 |
My superior’s position entitles her (him) to expect support of her (his) policies from me. | 0.702 |
It is reasonable for my superior to decide what he (she) wants me to do. | 0.627 |
My superior has the right to expect me to carry out her (his) instructions. | 0.581 |
Scale | Mean | Standard Deviation |
---|---|---|
Expert and Referent Power (Factor 1) | 3.877 | 1.232 |
Reward Power (Factor 2) | 3.547 | 1.239 |
Coercive Power (Factor 3) | 3.510 | 1.056 |
Legitimate Power (Factor 4) | 3.611 | 0.962 |
Cooperative Style (Factor 1) | 3.713 | 1.120 |
Avoiding Style (Factor 2) | 3.171 | 0.921 |
Dominating Style (Factor 3) | 3.331 | 1.169 |
Behavioral Compliance (Factor 1) | 4.184 | 0.913 |
Attitudinal Compliance (Factor 2) | 4.212 | 1.114 |
Dependent Variable: Behavioral Compliance (Factor 1) | |||
---|---|---|---|
Independent Variables: | Beta | t | p One-tailed |
Cooperative Style (Factor 1) | 0.274 | 4.629 | |
Dominating Style (Factor 3) | 0.178 | 3.922 | |
Expert and Referent Power (Factor 1) | 0.248 | 4.430 | |
Legitimate Power (Factor 4) | 0.497 | 12.946 | |
R | |||
t | p One-tailed | ||
Avoiding Style (Factor 2) | –0.212 | –4.151 | |
Dominating Style (Factor 3) | –0.24 | –4.137 | |
Expert and Referent Power (Factor 1) | 0.310 | 5.097 | |
Legitimate Power (Factor 4) | 0.205 | 3.987 | |
R |